Leadership and Supervision

Ami Rokach is a clinical psychologist who has been researching and teaching about loneliness, human sexuality, and psychotherapy for the past 40 years. Ami is Executive Editor of the Journal of Psychology: Interdisciplinary and Applied, and a clinical psychologist who combines offering individual, couple and sex therapy with teaching and research. He is a member of the psychology departments at York University in Canada, and Walden University in USA.

Introduction: The Many Shades of Leadership and Supervision The Leader 1. Investigating Leader Role Congruity and Counterproductive Work Behavior 2. Predicting Leader Emergence with Bright and Dark Traits The Leader’s Effect on Others 3. When Core Self-Evaluation Leads to Career Adaptability: Effects of Ethical Leadership and Implications for Citizenship Behavior 4. Leader–Follower Congruence in MD Propensity and UPB: A Polynomial Regression Analysis 5. Supervisor Incivility and Employee Job Performance: The Mediating Roles of Job Insecurity and Amotivation 6. Inclusive Leadership and Innovative Work Behavior: Examination of LMX Perspective in Small Capitalized Textile Firms 7. Trust in Supervisor and Job Engagement: Mediating Effects of Psychological Safety and Felt Obligation 8. Work Engagement: Investigating the Role of Transformational Leadership, Job Resources, and Recovery 9. What Does Leaders’ Character Add to Transformational Leadership? 10. Is Charismatic Leadership Effective When Workers Are Pressured To Be Good Citizens? Organizational Culture 11. Mitigating the Harmful Effect of Perceived Organizational Compliance on Trust in Top Management: Buffering Roles of Employees’ Personal Resources 12. Bouncing Back from Setbacks: On the Mediating Role of Team Resilience in the Relationship Between Transformational Leadership and Team Effectiveness 13. Psychological Capital, Team Resources and Organizational Citizenship Behavior 14. Servant Leadership and Follower Outcomes: Mediating Effects of Organizational Identification and Psychological Safety 15. When Supervisors Perceive Non-Work Support: Test of a Trickle-Down Model